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Dysfunctional leadership

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This article explores the origins and manifestations of dysfunctional leadership. Using concepts from human development, it reviews some of the psychological pressures leaders face, such as the loneliness of command, addiction to power, fear of envy, and depression. In addition, it examines the impact of narcissistic behavior on leadership effectiveness. To illuminate the narcissism trap, it makes a distinction between constructive and reactive variants of narcissism and demonstrates how reactive narcissism can contribute to collusive leader-follower relationships. It also examines the destructive interplay of idealizing and mirroring transferential processes and explores the relationship between personality, leadership style, culture, strategy, and organization. It concludes with a typology of neurotic organizations.

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